254 Sudhamsetti Naveen and Duggimpudi Mary Sharmila Rani / Elixir Org.

Behaviour 112 (2017) 48985-48987

Available online at www.elixirpublishers.com (Elixir International Journal)

Organizational Behaviour
Elixir Org. Behaviour 112 (2017) 48985-48987

An Impact of Organizational Culture on Employee’s Productivity

Sudhamsetti Naveen and Duggimpudi Mary Sharmila Rani
Assistant Professor, Universal College of Engineering & Technology A.P, India

A RT I C L E I N F O
Art i cl e h ist ory: A BS TR ACT
Received: 10 October 2017; Organization culture is a set of values that defines what the organization stands for, how
Received in revised form: it works and what things or activities it considers important. The primary aim of this
4 November 2017; paper is to analyze the impact of organizational culture on employee satisfaction with
Accepted: 14 November 2017; respective to Pearl Beverages Limited, Guntur. . Percentage score analysis has been
K eywor ds applied to meet the primary aim of this study. The paper argues that organizational
Organizational Culture, culture significantly influences employee satisfaction and performance.
Socialization,
© 2017 Elixir All rights reserved.
Red Tapism,
Interpersonal Skills,
Hierarchy.

Introduction the agency. Ultimately, the external political environment

Organizational culture has many meanings and
definitions. For purposes of this essay, organizational culture
is understood as a stable system of beliefs and assumptions
that exist and persist overtime within an agency.
In essence, organizational culture can be viewed as the
personality of the agency. In 1938 Chester Barnard argued
that “informal organization” and its “personality” harmonizes
work within an organization. If members internalize common
values and meanings of the organization and its mission, they
will intuitively pursue organizational interests. Culture, in
other words, can be a strong source of motivation and
behavioral control towards Collective ends.
Organizational culture consists of premises that members
share and hold in common. It implies structural stability and
is embedded throughout the organization’s language,
customs, traditions, ritual and policies. You can tell an
organization’s culture by looking at what people wear, what
time they come to work, what they brag about, even by how
office space is distributed. Therefore study of culture may
focus on deciphering artifacts such as organizational taboos,
jargon, metaphors, humor, gossip, and any concepts that
underlie the informal relationships between operators,
managers, executives and their clients. An organizational
culture is a product of both the organization’s internal and
external environment for public agencies. Internally,
bureaucrats develop and shape norms and basic assumptions
that persist overtime and affect the relationships between
executives, managers, supervisors and workers.
Organizational culture permits the daily functioning of the
organization. Culture often times manifests itself in the form
of standard operating procedures that members follow, even
though there are no written or codified agreed upon rules
stating the procedures. Externally, organizational culture is
shaped by the political environment, which often controls the
level of funding, the people employed in the agency (such as
the appointment of top officials) and the overall mission of
controls the agency’s creation, status and demise. The higher
one is in the organization’s hierarchy, the more concern they
have with the influence of the external organizational culture.
Likewise, the lower one travels in the organizational
hierarchy, the further one is removed from external, or
political, culture.
Organizational culture in a public organization is
composed of the truths and realities, including assumptions,
beliefs, ideologies and values that are constructed by the
bureaucrats and followed by its members who have been
socialized into that particular culture. Culture is passed on to
the new generations of group members via the socialization
process. This is similar to
The way people would think about how their nation’s
distinct culture or heritage is passed from generation to
generation. The culture of an organization is a collection of
the shared assumptions and beliefs that are typically arrived
at implicitly and subconsciously, as members of the agency
work together and learn how to confront challenges to their
agency’s mission and survival. It is the accumulated learning
of a group that shares a common language enabling
transmission of the culture to others. Over time, these
assumptions and beliefs “thicken “and slowly come into
existence as a culture which ultimately goes unquestioned,
and influences behavior of the organization’s members. It
thus becomes so central to the agency that it is often taken for
granted and is rarely spoken or written explicitly.
One of the ways to discover or uncover an organization’s
culture is to observe how the assumptions and beliefs are
transmitted to new members. They typically learn the
organization’s culture by a member’s jargon, such as stories
and myths that are told repeatedly as well as via nonverbal
signals and symbols. The holistic composite of these
interwoven, socially constructed assumptions and beliefs are
the organization’s culture.

Tele:
E-mail address: naveensudhamsetti@gmail.com
© 2017 Elixir All rights reserved
254 Sudhamsetti Naveen and Duggimpudi Mary Sharmila Rani / Elixir Org. Behaviour 112 (2017) 48985-48987
Objectives gradation were Strongly Agree, Tend to agree, and Hard to
The primary objective of this paper is to find out impact Decide, Tend to disagree, and Strongly Disagree
of organizational culture on employee’s satisfaction in Pearl
Beverages Limited, Guntur. The other objectives are like
 To find out opinion regarding Communication
 To find out opinion regarding Red Tapism
 To find out opinion regarding change management
 To find out opinion regarding interpersonal skills
 To find out opinion regarding expression of suggestions
 To find out opinion regarding encouragement of supervisor
RESEARCH METHODOLOGY
Data collection is the significant task for any research. Data
can be collected in two ways.
They are:
 Primary data
 Secondary data. Fig-1 Item wise percentage score and categories of
Primary data: gradation (CAG) in Pearl Beverages Limited, Guntur.
The necessary primary data has been collected through
well-structured questionnaire and personal observation
Secondary data:
The sources of secondary data collection are like
journals, articles, and some websites.
Sample size and sampling method
The sample size for the proposed topic has been
restricted to 100of the total employees. All the sample
respondents who work in different departments have been
intervened by using stratified sampling methods.
Data Analysis
To measure the impact of organizational culture 30 items
questionnaire was administrated to the selected respondents.
The scoring was analyzed on five point scale and score was
simplified in percentage as per the formula of Rao (1991) i.e. Fig- 2. Categories of gradation (CAG) wise total number
Percentage score=Mean score - 1x 25 Five categories of of items.
DATA ANALYSIS AND INTERPRETATION
Table 1. Item wise Mean score(MS), Percentage score(%) and categories of gradation (CAG) in Pearl
Beverages Limited, Guntur.
S.NO STATEMENTS MS % CAG
1 Communication between departments is very open 4.42 85.5 EXC
2 Communication channels are very open here among employees 3.95 73.75 A.A
3 Management actively solicits input from employees before major decisions are made. 2.25 31.25 U.S
4 I can trust our management and believe what it says 2.15 28.75 U.S
5 Management seeks input from employees on major decisions 2.35 33.75 U.S
6 Most projects designed to make things better in this organization have been successful 2.55 38.75 U.S
7 The number of changes that we go through here is "about right 2.45 36.25 U.S
8 This organization is very supportive of change 2.15 28.75 U.S
9 It is "easy" to get things done here 3.65 66.25 AVG
10 Most management changes make my job easier 3.55 63.75 AVG
11 Most people in this organization are encouraged to make suggestions for improvement 3.85 71.25 A.A
12 Changes suggested by employees are usually implemented 2.25 31.25 U.S
13 Employees agree with the Company's goals 2.95 48.75 B.A
14 The department is free from "red tape 2.85 46.25 B.A
15 The department values its people 2.15 28.75 U.S
16 My immediate supervisor respects me as an individual 3.85 71.25 A.A
17 My supervisor is open to constructive criticism 2.85 46.25 B.A
18 The department deals fairly with everyone--it doesn't play favorites 3.55 63.75 AVG
19 My immediate supervisor encourages my suggestions for improvement 3.22 55.5 B.A
20 My immediate supervisor has effective interpersonal skills 2.35 33.75 U.S
21 People trust one another in this company 4.44 86 EXC
22 Most managers here have effective interpersonal skills 3.21 55.25 B.A
23 People work well together in this company 4.21 80.25 EXC
24 The department is well respected for dealing fairly with employees 3.56 64 AVG
25 The current management team is highly respected 4.35 83.75 EXC
26 Everyone knows the goals of the department 3.55 63.75 AVG
27 Employees are encouraged to take initiative and make decisions on their own 3.85 71.25 A.A
28 Employee problems and complaints are effectively handled 4.25 81.25 EXC
29 The department is open to suggestions 3.25 56.25 B.A
30 I understand the goals and purpose for the continuous improvement project 4.35 83.75 EXC
254 Sudhamsetti Naveen and Duggimpudi Mary Sharmila Rani / Elixir Org. Behaviour 112 (2017) 48985-48987
Table 2. Percentage wise total number of items & item numbers.
S.No. Statement Percentage (Range)
1 Excellent 80 and above
2 Above average 70 and above
3 Average 60and above
4 Below Average 45 and above
5 Unsatisfactory below 45
Analysis
From the above table 2 and figure 2 it is observed that,
employees satisfied with item no: 1,21,23,25,28,30 are
excellent, with item no 1,21,23,25,28,30 are above average,
with item no 9,10,18,24,26, are average, with item no
13,14,17,19,22,29 are below average, with item no
3,4,5,6,7,8,12,15,20, are unsatisfactory,
Conclusion
Organizational culture has greater impact on employee’s
performance. Employee’s satisfaction regarding
organizational culture reflects the productivity of the firm, so
both organizational culture and productivity of the employee
are inter-depended with each other. In this research,
employees are expressed unsatisfactory with some of the
statements. They are doing well with some of the statements.
Organization must improve those statements which have
unsatisfactory expression because employees are the internal
customers of the organization, they should be satisfied to
increase wealth of the organization.
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